Meet the Buyers

Below are examples of potential decision-makers and influencers for Product X. Each has distinct goals, challenges, and content needs. Understanding what matters to them (and what doesn’t) is key to creating messaging that resonates, content that connects, and experiences that convert.

These persona snapshots are designed to guide positioning, shape enablement assets and align go-to-market efforts with what real buyers actually care about.

Cole, Tech Exec (CTO / CIO Hybrid)

Buying Power: Decision-maker or strong influencer (often final sign-off for technical solutions)

Role Summary

Senior technology leader responsible for selecting, implementing, and maintaining tech solutions that support the organization’s strategic goals. Balances innovation with stability, and often plays key role in procurement decisions for SaaS, infrastructure, and integrations.

Primary Goals

  • Ensure solutions align with the company’s long-term tech roadmap

  • Streamline operations and reduce complexity across systems

  • Maintain data integrity, security, and compliance

  • Support scalability and future growth

What They Care About

  • Security, scalability, and integration ease

  • Long-term viability and vendor stability

  • Total cost of ownership (TCO)

  • Minimal disruption to existing architecture

Preferred Content Types

  • Technical architecture overviews

  • Security Whitepapers

  • TCO and ROI calculators

  • Case studies with real performance metrics

Common Objections You Might Hear:

Key Challenges

  • Managing a growing number of tools and vendors

  • Balancing innovation with tech debt

  • Justifying ROI to executive leadership

  • Keeping systems secure, compliant, and integrated

What They Don’t Care About

  • Surface-level feature or flashy UI

  • Emotion-driven messaging

  • Long implementation timelines with vague ROI

  • Sales fluff without technical backup

Sample Message Hooks

  • “Plug into your existing stack with out extra overhead.”

  • “Designed to scale with your systems, not fight them.”

  • “Security-first, integration ready, and built for the road ahead.”

  • “We’re already using multiple platforms and this adds more complexity.”

  • “How does it integrate with our current infrastructure?”

  • “This looks great, but how do I know it won’t become shelfware?”

Buying Power: Often a key decision-maker for sales tools; sign-off or strongly influences the purchase

Mariel, VP of Sales

Role Summary

Sales executive focused on driving revenue, hitting quotas, and scaling the sales organization efficiently. Responsible for hiring, onboarding, forecasting, and choosing tools that improve performance and win rates.

Primary Goals

  • Hit revenue targets, and accelerate pipeline velocity

  • Reduce ramp time for new reps

  • Improve win rates and deal size

  • Identify and remove bottlenecks in the sales process

What They Care About

  • Fast time-to-value

  • Clear impact on pipeline and revenue

  • Ease of onboarding and training

  • Proof it works (case studies, data, ROI)

Preferred Content Types

  • One-pagers that show impact on key sales metrics

  • ROI calculators or dashboards

  • Case studies featuring sales success

  • Competitive win/loss comparisons

Common Objections You Might Hear:

Key Challenges

  • Inconsistent seller performance across teams

  • Slow onboarding or lack of enablement support

  • Reps wasting time on low-impact activities

  • Forecast inaccuracy and pressure from the board/CRO

What They Don’t Care About

  • Overly technical specs

  • Long-term roadmap with no immediate impact

  • Feature lists with no ties to outcomes

  • Non-sales-specific jargon

Sample Message Hooks

  • “Get reps ramped in weeks, not months.”

  • “See which plays work and which ones slow you down.”

  • “Built for pipeline velocity, not just visibility.”

  • “How fast can we see impact?”

  • “Will reps actually use this?”

  • “How long does this improve forecast accuracy or conversion rates?”

Hannah, Procurement Lead

Buying Power: Final decision-maker on contracts, terms, and legal/finance approval. (*They may not care if Product X is amazing, they care if it’s worth it.)

Role Summary

Responsible for managing vendor contracts, negotiating pricing, and ensuring purchases align with the company policies. Evaluates deals based on financial impact, risk, and legal compliance, not necessarily product functionality.

Primary Goals

  • Ensure pricing and contract terms are favorable

  • Minimize vendor risk (financial, legal, data, delivery)

  • Align with internal approval workflows

  • Maximize ROI while reducing long-term cost

What They Care About

  • Pricing Structure and transparency

  • Renewal terms, usage limits, auto-renew clauses

  • Security, compliance, and vendor reputation

  • Consolidation opportunities (can this replace a tool?)

Preferred Content Types

  • Pricing breakdown and term summaries

  • Vendor security/compliance docs

  • Procurement checklists

  • Legal/finance-ready contracts or redline guidance

Common Objections You Might Hear:

Key Challenges

  • Working with unclear or incomplete vendor proposals

  • Negotiating across siloed departments (legal, finance, IT)

  • Managing too many tools/vendors, across the org

  • Balancing speed with risk mitigation

What They Don’t Care About

  • Product features

  • Use cases unless they impact cost or compliance

  • Emotional selling

  • “Cool” UI or design

Sample Message Hooks

  • “Transparent pricing, flexible terms, no surprises.”

  • “Compliance and security documentation ready out of the box.”

  • “Designed to meet procurement workflows, not disrupt them.”

  • “The pricing model doesn’t scale with our usage.”

  • “We need more favorable termination clauses.”

  • “This overlaps with another vendor, we can’t justify both.”